Quick and dirty

As you may already read in many blogs and articles, Agile transformation is not a goal, there is no destination, it is a journey. A journey you must enjoy and taste each little success instead of trying to get to the end sooner. But too many organizations make the mistake of trying to do too much too soon, because their main focus is to “do agile” fast so they can improve their productivity.

This post will not focus on what is and what is not Agile. This post will focus on the impact that rush has on the organization. Let’s see this graph:


This is the Satir change model that describes the effects each stage in a change process has on feelings, thinking, performance, and physiology of a person. But this is fully applicable to our topic. When you introduce any change in a system this will probably lead to an unstable state. And enforcing a change like this in a company will lead to quick and dirty implementations. And do you know what happens with the dirty? That remains after the quick fades. That is the main problem.

The dirty can take many forms. You can read several Agile transformation pitfalls here or here. And there are more. From my point of view, the most persistent dirt is the practices. When a company focuses on practices instead of agile principles and values it is highly likely to see a flawed transformation. Agile requires a complete mindset change. If not, you will end up in a hell of practices (dailys, sprint reviews…) that will take you to a complete chaos.

You have to be patient with the transformation process and allow the necessary time to adapt and embrace the change. As leaders your responsibility is to create the right environment, build a string leadership support, a culture of trust, respect and continuous improvement, identify and empower the agents of change and enjoy the journey.